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Month: November 2017

Suprit Patel is a healthcare professional with 13+ years of experience in Management, New Product Development, Marketing & Sales, and Implementation of Clinical, Financial, Operational, and IT projects.

Why healthcare? I studied economics in college and I was set to go to banking or finance. It wasn’t what I expected when one day I found a job posting in Advisory Board Company and applied and got hired for the job – which is all about healthcare.

Valinda Rutledge is a healthcare thought leader that serves in various strategic roles in healthcare. Among her responsibilities, she serves as Vice President of Public Payor Health Strategy at the Greenville Health System, Executive Policy Advisor at PCCI, Executive Advisor at Sg2 and President & CEO at Rutledge Healthcare Consulting. She has previously served as a nurse leader as well as President & CEO of CaroMont Health and held leadership roles in many public and private health organization.

Why healthcare? Valinda wanted to make a difference in the world. She found that healthcare was a fantastic place to do so. She started her career as a nurse and gradually moved into administration where she felt she could make an even bigger impact. She’s since created many positive waves in the healthcare system in many different leadership capacities.

Hot Topic that should healthcare leaders agenda: Population health. In particular, we must start looking at all the variables in the community that make a difference and start tracking them. Include these metrics in your dashboard. Things like food insecurity, children without stable housing environment. At the hospital level, we are focused on traditional metrics like improving satisfaction, reducing readmissions. The dashboard must become broader if we are going to make a bigger difference in outcomes.

Do a data mapping exercise of all the socio-economic issues. Then you’ll be able to link the areas in social determinants of health with the adverse outcomes. One thing we found was that lack of a phone to call the doctor was a major cause for readmissions. This is a crucial exercise.

Can you give an example how you and the folks at PCCI are doing things differently to improve outcomes?

We have developed software that connects the hospital to community agencies like food banks to better care coordinate at a higher level. We are able to see the connections to adverse outcomes such as food insecurities to bad management of chronic diseases like diabetes.

The great thing about this approach is that it also really brings the community together.

What pearl would you share about a setback that you’ve had in the past?

When I was a CEO of a large hospital, our executive team spent a lot of time figuring out an answer to a problem. We went to implement it and got a lot of pushback, from the community, the board. There were frustration and even anger. Despite that fact that it was a great answer, but if you are moving faster than people are accepting it without slowing down, as humans we will push back against something that feels foreign to us. You can have the right answers, but if you don’t take the time to listen and get input from individuals about what they need or feel, even if the solution is the right one, they won’t accept it.

What is one of your proudest leadership moments in healthcare to date?

When Valinda worked at CMS during the time they started the Center for Innovation (around 2011), one of the team’s she worked on called ‘Strong Start’ on improving pre-term births around the country. They found that one intervention, in particular, had very interesting results. What I learned that you can do everything you need to do with medical intervention, but there will always be a number of pre-term births won’t be preventing. A concept called “centering” which is a type of support. If the centering principles are applied, the percent of pre-term births is reduced. It goes back to social determinants of health. Group support is pivotal to success.

What can we do to improve our population health results?

The #1 thing we must do is have a much broader definition of population health. This is pivotal to the gateway to making a major difference.

Valinda’s 101 Course on Outcomes Improvement:

1.What is the best way to improve healthcare outcomes?

Focus on the community as a whole and get everyone in the room. Don’t try to do it all by yourself as a healthcare provider. ACOs and care redesign must also include food banks, housing etc.

2. What is the biggest mistake or pitfall to avoid?

Not allowing your biases to get in the way. To assume that you know the answer.

3. How do you stay relevant as an organization despite constant change?

Be a learning organization. Learn outside the industry. Challenge yourself and challenge the person in the corner that has not said anything.

4. One area of focus that should drive everything else is:

Improving population health as a whole. Have we increased the life expectancies and quality of the community? Not in terms of decreasing conventional metrics.

Sometimes the way that we wish to accomplish our goals must be modified. Our goals do not have to be modified but we have to be flexible. Norms are changing, culture is changing. We have to focus on our long-term goals and recognize that our strategies to achieve the goals can be modified.

Jamey Edwards is the CEO of Cloudbreak Health, LLC, a leading telemedicine company currently performing over 75,000 encounters per month in over 700 hospitals nationwide. Cloudbreak’s mission is to humanize healthcare by leveraging technology to build trusted communication and relationships between patients and providers.

Cloudbreak was formed by bringing together two industry leaders, Language Access Network (the leading Video Remote Interpreting pioneer) and Carenection (the first Telemedicine market network) to deliver unified telehealth solutions to hospitals nationwide.

The results: 1) better outcomes, quality & satisfaction for patients and providers 2) a huge ROI, improved financial performance & sustainability for hospitals 3) reduced costs of care and better care coordination for Insurers 4) a solution for our physician burnout issues through restoring the joy of calling back to their practice.

He is also Board Member for Los Angeles Chapter of the American Red Cross, the Partners in Care Foundation and the Young President’s Organization (Santa Monica Bay Chapter).

Jamey has been a 4x Honoree for the Ernst & Young Entrepreneur of the Year Award (semifinalist in ’11 & finalist in ’13 & ’14 & ’17) and a 3x Honoree for the LABJ Healthcare Leadership Awards in the Medical Group CEO category.

He graduated as a Tradition Fellow from Cornell University in 1996 & received his MBA from Cornell’s Johnson Graduate School of Management in 2003.

Jamey is a proud member of the #PinkSocks Tribe of healthcare innovators that can be found on Twitter and beyond working to disrupt healthcare from the ground up and drive positive change for patients and providers.

Why healthcare? I’ve got to see a lot of companies do it right or do it wrong. My uncle, who was an ER doctor told me I could help his business and eventually asked me to join his business full-time. We eventually built one of the leading groups in the southwest with about a million patients a year. We then came across a company which later on became Cloudbreak health

Hot Topic that should healthcare leaders agenda:Humanizing healthcare

Setbacks that you learned from: Our system went down for three days (due to one of our partner systems). It was an opportunity to show our clients how much we cared about them. We came up with a contingency plan, made sure they had access to services and even paid for those services. We did what was right.

Proudest leadership moment: The Avanti [Telestroke] case study is a shining example of our innovative spirit and pioneering vision. We have brought a lot of firsts to market and we continue to look to the future and skate to the puck.

Jamey’s 101 Course on Outcomes Improvement:

1.What is the best way to improve healthcare outcomes?

Focus on the things that build to the outcome instead of the outcome itself – for us that is empathy and communications

2. What is the biggest mistake or pitfall to avoid?

Applying your own frame and assuming that it’s applicable to everybody’s situation

3. How do you stay relevant as an organization despite constant change?

Nick Adkins is a passionate kilt-wearing leader with start-up experience & 5 acquisition adventures. He is soaking up every ‘NOW’ moment. He enjoys manifesting/attracting like-minded people who are making a difference/changing the world, especially in healthcare! You can find his lively and inclusive discussions on Twitter @nickisnpdx

Why healthcare? First job and other experiences are healthcare related. He knew healthcare well and stick with it.

Lou Auguste is the Founder and CEO of Alexapath. Auguste is an entrepreneur in residence at NYU’s Tandon School of Engineering as well as a Global Impact Fellow at Singularity U and a graduate of the Global Social Benefit Institute (GSBI). Alexapath are the winners of the ASME award for Best Hardware Prototype and the USISTEF award for health research in India.

In 2010, after 10 years as a freelance camera man, Lou travelled to Haiti as a videographer for CNN. Two days after arriving he put down the camera and began working to save lives. Thanks to investments from the British Medical Journal and the UK Technology Strategy Board, Auguste was able to begin the research that led him to invent mobile Whole Slide Imaging.

Alexapath is an early stage medical device research and development company. Their product has been dubbed Skype for microscopes. Clinical trials with Northwell Health started in 2015, and initial results were presented at USCAP 2016, full publication expected in 2017.

Why healthcare? My father was a doctor and my mom was a nurse, it’s something that is always close to me. I thought of becoming a doctor but decided that it’s not what I want to take in life.

Hot Topic that should healthcare leaders agenda:Accessible healthcare

Setbacks that you learned from: Monetary gap

Proudest leadership moment: Last year we did an experiment on breast cancer diagnosis. We had 100 patients diagnosed. We built relationship by working with other organizations.

Lou 101 Course on Outcomes Improvement:

1.What is the best way to improve healthcare outcomes?

Information

2. What is the biggest mistake or pitfall to avoid?

Working with people who don’t share the same vision

3. How do you stay relevant as an organization despite constant change?

INVITATION to participate in Zynx Health Innovation Challenge with a pot of $20,000 across all winners. The focus is marrying evidence medical content to a patient journey. Visit developer.zynx.com for more details or contact Aslan Brooke directly for more questions!

Aslan Brooke, is the experienced Director Of Technology at Zynx Health. He has a demonstrated history of working in the hospital & healthcare industry. Skilled in Management, Leadership, DevOps, HIPAA/Security, Software Engineering, CI/CD and Test Automation. Strong engineering professional with a Master’s Degree in Computer Science specializing in Interactive [Artificial] Intelligence from Georgia Institute of Technology.

Why healthcare?

While on a mission trip, he stumbled upon healthcare through the need of his technology skills and has not looked back since. He has found that it aligns what his beliefs and values.

What topic should be on every medical leader’s agenda today?

Interoperability and how to make it happen.

What is Zynx doing to improve healthcare?

Making healthcare content available in a standardized fashion through FIHR API’s. Their evidence-based medical content helps the discharge process be much more streamlined, informed and impactful to patient outcomes.

Tell us about a setback you have had and what you learned from it?

When we don’t get feedback about solutions and work we are doing. Unit and integration testing is crucial. It cost more not to do it. Let’s make sure to have systems in place to pressure test your work and get feedback.

What is one of your proudest moments in medicine today?

As part of the Hearst Health Family, we have access to the organization leadership to impact the discharge process. Some stats that make our organization proud include; on a yearly basis, 84% discharges in the U.S. are touched by Hearst Health, 3.1 billion prescriptions filled, 177 insured individuals, 60 million home health visits.

What is an exciting project you are working on today?

Definitional resource excellence via FHIR and making our platform action based and able to improve patient outcomes via their API’s.

Aslan’s 101 Course on Outcomes Improvement:

1.What is the best way to improve healthcare outcomes?

Consider patient care from an overall system care of a patients journey.

2. What is the biggest mistake or pitfall to avoid?

Local optimization. Let’s keep the patient in focus.

3. How do you stay relevant as an organization despite constant change?

INVITATION to participate in Zynx Health Innovation Challenge with a pot of $20,000 across all winners. The focus is marrying evidence medical content to a patient journey. Visit developer.zynx.com for more details or contact Aslan Brooke directly for more questions!

Arlen Meyers is a professor emeritus of otolaryngology, dentistry, and engineering at the University of Colorado School of Medicine and the Colorado School of Public Health and President and CEO of the Society of Physician Entrepreneurs at www.sopenet.org . He has created several medical device and digital health companies. Most of them failed. His primary research centers around biomedical and health innovation and entrepreneurship and life science technology commercialization.

He consults for and speak to companies, governments, colleges and universities around the world who need my expertise and contacts in the areas of bio entrepreneurship, bioscience, healthcare, healthcare IT, medical tourism — nationally and internationally, new product development, product design, and financing new ventures.

In addition, he is a faculty member at the University of Colorado Denver Graduate School and Direct the Program in Biomedical Entrepreneurship at the Jabs Center for Entrepreneurship at the University of Colorado Denver Business School and an iCorps participant and trainer

Rhett Stover loves growing and learning. He believes unique problems require unique solutions. He enjoys breaking down big problems and leading teams through a process of discovery to identify creative and meaningful ways to address them. He seeks to listen and understand first and speak second. His business passion is healthcare. His life passion is to pursue ways to serve and lift up those that our culture has left behind – the least, the last, and the lost.

Peers experience him as a driven healthcare leader who fosters a high performance, high relationship, growth culture by creating an atmosphere of service, accountability, gratitude and professional fulfillment.

His mantra is to create success by leading and serving others. It is never about any one individual. People before things. Always.

Why healthcare? I come from a family of physicians. It’s how I was raised that pointed me towards healthcare as a career field.

Hot Topic that should healthcare leaders agenda:Figuring out the cost equation

Setbacks that you learned from: There was a design flaw in our first neighborhood hospital even after crossing different hands and desks for approval. Lesson learned was as collaborative partner, it is important that we always assume the best intention.

Proudest leadership moment: We handled an organization that was mismanaged, neglected and almost treated as a cast away for a number of years. We were able to provide support and it was an incredible moment. We were able to stabilize the organization.

Exciting project: Neighborhood hospitals

Rhett 101 Course on Outcomes Improvement:

1.What is the best way to improve healthcare outcomes?

Ensuring that the environment of quality we create allows the intersection of science and the art of medicine

2.What is the biggest mistake or pitfall to avoid?

Ego agenda – when people are committed to themselves

3. How do you stay relevant as an organization despite constant change?

Alex Fair is a health innovation community leader, product developer, executive, public speaker, and business developer. With the help of some fantastic people, he has had the great good fortune to have built, managed and done some interesting things. Here are a few of his favorites include MedStartr, HealthCareMD among others which can be found on his LinkedIn profile.

Eugene Borukhovich is results driven & passionate entrepreneur and executive with a proven record in envisioning, leading & executing multi-million dollar revenue and growth initiatives domestically and abroad. He is a valued member of executive management teams with key contributions beyond the technology expertise. He has strong interpersonal and communication skills, coupled with vision, business insight, and excellent negotiation and decision-making abilities. Poised to deliver powerful strategies, laying foundations for creative solutions in revenue growth and market product acceptance. Thrive with creativity during uncertainty. Love startups, game changers and the sharing economy.

Why healthcare? I grew up in technology. I worked in different industries and an opportunity came to work for Medco. I thought why can’t I use my technology skills to make a social impact?

Hot Topic that should healthcare leaders agenda: The care in healthcare

Setbacks that you learned from: Everything from the cash flow to business model that’s the biggest challenge

Exciting project: Experimenting other new biomarkers that could improve patient health.

Eugene 101 Course on Outcomes Improvement:

1.What is the best way to improve healthcare outcomes?

Focus on the patient and human behavior

2. What is the biggest mistake or pitfall to avoid?

Not including patients in healthcare consumers in the process

3. How do you stay relevant as an organization despite constant change?